1. Creating A Growth Mindset in you Business
The Cornerstone for Business Success
Futuro National Conference 2017
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2. What are we going to cover?
What is Trust
How our Brain Reacts
Common Attributes of Trusted Leaders
Some Pitfalls to avoid
The Client Journey
Being a “Trusted Adviser”
Keeping it all REAL
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3. Respect is earned Honesty is appreciated Trust is gained LOYALTY is returned
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4. Trust in Sales People
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5. 3 4 2 1 Minimising The Threat Response
3 Caudate – “How Open Am I to this?”
New ideas and learning
Caudate 3 4 2
4 Prefrontal Cortex – “What’s my decision?” 1
Positive dialogue dramatically enhances wellbeing and performance, opening the brain to new options.
Negative dialogue and criticism stimulates the fight, flight or freeze response and inhibits trust, learning, decision-making and behavioral change.
How do you get past the amygdala? With a relationship statement … will be going through a coaching process model that will support this
1. Activate a Growth Mindset vs a Fixed Mindset
Growth mindset is about looking at people through a lens of potential. Believing everyone can get better. On the other hand, a fixed mindset is about boxing someone and taking on the view that they can never improve. Neuroscience has recently discovered that our brain is highly plastic. New behaviour can be learned and neural connections can be renewed at any age.
“You’re not a people’s person.” Vs “You’re not a people’s person yet.”
“I guess you’re just not good at technical stuff.” Vs “Looks like you’re on a journey to developing these technical skills.”
2. Minimise the Threat Response     
Threat is a much stronger emotion than reward. Negative comments make us unhappy and can sometimes take weeks to get over. Negative comments shut down the prefrontal cortex, the same place in the brain that shuts down when we are under threat and our cortisol rises. So when your team member is feeling threatened based on the way you communicate with them, their primitive emotional brain will do all it can to protect them and may shut off and become less productive. Therefore, if we’re having a conversation with someone, we want to minimise threat and move them away from danger and towards reward.
2 Striatum – “Do I trust you?”
Do I have a relationship with you?
1 Amygdala – “Am I safe?”
Fight, Flight or Freeze
Sympathetic Nervous System
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6. Dialogue Traps
Bear Trap. Circular debate—conversation gets stuck or endlessly repeated
Tiger Trap. Jumping in without a plan when stressed, angry or upset
Mouse Trap. Conversation or hard message postponed or not given
Each of these traps happen when you only focus on the presenting issue….
1.Bear trap
You’ve said the same thing at least twice
You’re asking yourself “why can’t they see these facts?”
e.g. Client who’s profession is an engineer.. love the detail, circular debate. How can you solve the underlying issue in these cases? How can you show them that you’re like them...
2. Tiger trap
Jump in without research or prep
Classic example is the immediate reply when you’ve read something you don’t like
Reacting inappropriately when stressed all this emotion will get you, you’ll fall for that .... you need to be trusted adviser
Mouse Trap
When courageous conversations aren’t happening
You believe you’re sparing someone, but really you’re sparing yourself from the discomfort
clients you don’t want to deal with, good fee paying client but terrible to deal with, inherited a client from a lead referral source, don’t want to upset relationship with client
Tell us about a time when you’ve fallen into one or more of these traps….
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7. Common attributes of highly trusted leaders
Consistently do what you say you will
Show genuine interest in others lives
Share your own personal experiences with others
Be professional, ethical, confident, honest, and fair at all times
Create development plans for all employees
Give regular, timely feedback
These attributes have been discovered to be demonstrated by leaders with high level of trust present in their teams.
How many of these attributes do you demonstrate? How many of these attributes do you demonstrate on a continual basis?
Creating a team with high trust will not happen immediately. A sudden change may initially lead to distrust. The transition from low trust to high trust is a journey of continuously demonstrating the above characteristics.
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8. Common attributes of highly trusted leaders
Communicate – when in doubt, over communicate Do the right thing no matter how hard it is Align company values with employee values Promote and reward on merit
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9. Trust busters, pitfalls that can breakdown trust
Being more concerned about your own concerns above all else Confusing others by sending mixed messages on what’s expected Passing the buck and evading responsibility Jumping to conclusions Playing the victim, making excuses or blaming others.
Trust busters, pitfalls that can breakdown trust
Watch out for the below trust busters. One instance of these can send any progress you have made building trust spiralling backward.
Avoid:
Being more concerned about your own concerns above all else
Confusing others by sending mixed messages on what’s expected
Passing the buck and evading responsibility
Jumping to conclusions
Playing the victim, making excuses or blaming others.
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10. Don’t fall into a mouse trap – be upfront about issues
Key Points Summary
When it comes to connecting with clients or your staff, it’s all about the relationship they feel they have with you
Remember to emphasise the relationship, people’s strengths to get past the amygdala
Don’t fall into a mouse trap – be upfront about issues
Look for the underlying issue, rather than solely focusing on the presenting one (remember SCARF)
Careful of trying to get the answer YOU WANT vs what’s really going on
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11. Some Thoughts!!!!
‘If I continue to do tomorrow what I do today – then I can expect today’s result tomorrow’
‘Many of life’s failures are experienced by people who didn’t know how close they were to success before they gave up’ (Thomas Edison)
These Quotes are designed to show us that change is somewhat inevitable if we want to remain relevant as a business and grow rather than wither on the vine
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12. You don’t want to be a commodity.
Client’s perception is reality Little or no difference between products/services Indistinguishable commodities Market becomes price and cost driven Technology a key factor
If I have a business that is commoditised it looks like this
The client sees no difference between YOU and the COMPETITORS
Therefore they value PRICE as a differentiation
And technology becomes a key factor
In the financial services an example of this is stockbroking that competed on price for so long. All clients tended to value was the price not the ADVICE
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13. You want to be differentiated
Commoditised
Value driven Knowledge driven Relationship based Low client mobility
Price and cost driven
Technology driven
Easily substituted
High client mobility
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14. 3 ways to differentiate your business.
Greater specialist knowledge / expertise effectively embedded into products and services being offered
Closer and deeper client relationships
Greater knowledge transfer, resulting in enhanced client decision-making and business capabilities.

15. The client journey
So its all about the CLIENT experience and it flows like this
TRUST – when a client deals with your business they trust that you will deliver to their expectations
Their satisfaction is then developed through their understanding of the Value you have delivered
The value is clearly defined through your effective communication
Your communication has allowed you to create a special bond that helps your business because they tell friends and colleagues of the experience
And this increases the Length of Patronage of your business
THE CHALLENGE FOR YOU IS WHAT ARE YOU DOING ABOUT EACH SEGMENT
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16. Intent vs Impact
Who creates the perceptions? How have I contributed to that? What would I do differently now?
How do you communicate? People thrive on communication; introverted, extroverted, verbal and non verbal, we all need to be able to communicate with one another in order to survive and succeed. Though sometimes, things get lost in translation. Your intent, the way in which you are communicating, doesn’t necessarily send the messages and signals that help to achieve your desired goals, the impact. Intent vs. impact is not uncommon in human interaction. People can hear things via their own filters, and messages can become misunderstood.   So what happens when your attempts at communication go a bit awry? When your intent doesn’t match up with the intended impact? Part of being a successful communicator is being able to identify these potential situations. Identifying these situations starts with awareness and understanding. It is important to try and understand the other parties’ point of view, possible filters and the way in which they may see and hear things. You must adapt your style and messaging to work with these things in order to maintain positive communication and strong relationships.
“The single biggest problem in communication is the illusion that it has taken place.” – George Bernard Shaw 
This is especially true when it comes to workplace communication in the business world. And there’s no sector of the working world to which communication skills are more critical than for those in leadership positions. A good leader successfully communicates with their employees, building trust, creating understanding, raising awareness and engaging them – guiding them to achieve the company’s goals – as well as their own. The results of a positive communication strategy affect both the long-term sustainability and immediate success of an organization. Clear communication can lead to:
An open a dialogue and effective transfer of ideas. This can contribute to finding the best possible solutions for success and increase high performance.
An open and clear communication strategy can boost employee morale, which helps increase the rate of employee engagement and retention. This increases performance, profits, and long term sustainability.
However workplace communication often gets messed up – the wrong thing gets said or the right thing gets said in the wrong way – intent vs. impact. Often nothing gets said – or heard – at all. Not having communication awareness as a leader can be extremely detrimental. It negatively impacts an organization’s ability to achieve success through people! A lot of communication mishaps come down to this one issue: intent versus impact. Someone in a leadership position communicates something to an employee, but does so in a manner that doesn’t consider the potential impact, based on how the employee receives the message. We’ve all had that leader (or peer, or friend, or partner) who we know had the best intentions (or at least we gave the benefit of the doubt), but they communicated those intentions in a way that may have been conflicting, terrifying, and unclear. Thus our feelings and responses to the message resulted in the opposite of what they actually intended. And when we as human beings receive the impact as negative, it shuts us down – it also shuts your employees down. They can feel unheard, uninvolved in the decision process, unappreciated in what they do, and uncertain as to their purpose in the organization.
So how can you avoid making these little mistakes?
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17. Intent vs Impact
Think Personal Listen with an OPEN mind Own up to YOUR mistakes Show a Humanistic side Ask yourself what’s the impact of my actions likely to be
Think Personal: in order to build trust, leaders need to have an understanding of the people they’re actually leading. Understanding and trust go hand in hand. This means making an effort to understand employees as people, not just drones. It’s important to try and understand who your employees actually are, and what experiences and situations may have led them to hear and see things, via the filters and lenses they do. This will help you determine how they respond to certain things enabling you to flex your communication strategy to create a relationship that will lead to success.
Listen with an Open Mind: If you’re a successful leader or an entrepreneur, you probably achieved your success because you had brilliant ideas and were terrific in the job you did, you also probably have a leg up on effective communication practices. But that doesn’t mean you know everything. So listen to your employees. Be open to new ideas and suggestions. Be open to feedback. Be willing to keep an open mind and remain flexible. This is especially critical when you’re working with a diverse workforce.
Own up to Your Mistakes: When it comes to communication, mistakes and misreads are inevitable. But be prepared to manage the conflict. If something you said is perceived in a way you think you didn’t intend – check in and ask the receiver. If they ask for further clarification, provide it, and check in again. If in fact they inform you that the message was not received in the way intended, ask why, then flex your communication style based on their feedback and try yet again. Often, sometimes an “I’m sorry” goes a long way for building trusted relationships and resolving communication conflicts. Learn from your mistakes and adapt for the future.
“To effectively communicate, we must realize that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others.” -Tony Robbins 
When you’re leading any group of people, you’ve got to understand how to communicate within a given audience and situation to be most effective. True, no two people or organizations are identical, and thus neither are their communication strategies. However, all in all, clarifying intent vs. impact and developing good communication skills and strategies is a key to success in business – and life!
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18. Trusted Adviser Discussion
Do you have a trusted adviser, someone you turn to regularly to advise you on all your most important business, career and perhaps even personal decisions? If you do, what are the characteristics of that person? If you don’t what characteristics would you look for in selecting your trusted adviser?
Before we get into the keys that unlock they way people’s brains work… let’s get ours working a little bit. 18
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19. The Three Core Trust Models
The Trust Principles: four principles, or values, which serve as guides to decision-making in ways that increase trust The Trust Equation: an analytical model of the components of how trustworthy YOU are; The Trust Creation Process: a process model of trust creation through personal interaction—mainly conversations;
How can we think about trust? What conceptual frameworks do we need in order to intelligently assess and improve on trust relationships, and in particular on our levels of trustworthiness? 19
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20. The Trust Principles. Tailored Consulting Services
Being or becoming trustworthy cannot be reduced to pure behaviors. You can’t bottle it in a competency model. Our actions are driven by our beliefs, and our beliefs are driven by our values or principles. Trustworthy behavior is way too complex to fake without the beliefs and values behind them. If your values don’t drive you to behave in a trustworthy manner all the time, you’ll be found out quickly.
Hence, the Trust Equation and the way we use the Trust Creation Process model are really just outcomes of the principles we hold. The way to become trusted is to act consistently from those principles—and not just any set of principles will do. There are four specific principles governing trustworthy behavior:
A focus on the Other for the Other’s sake, not just as a means to one’s own ends.
We often hear “client-focus,” or “customer-centric.” But these are terms all-too-often framed in terms of economic benefit to the person trying to be trusted.
A collaborative approach to relationships.
Collaboration here means a willingness to work together, creating both joint goals and joint approaches to getting there.
A medium to long term relationship perspective, not a short-term transactional focus.
Focus on relationships nurtures transactions; but focus on transactions chokes off relationships. The most profitable relationships for both parties are those where multiple transactions over time are assumed in the approach to each transaction.
A habit of being transparent in all one’s dealings.
Transparency has the great virtue of helping recall who said what to whom. It also increases credibility, and lowers self-orientation, by its willingness to keep no secrets.
Applying these principles to all of our actions will develop the fullest possible sort of trusting relationship 20
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21. The Trust Equation
Where: TQ trustworthiness of you (as perceived by the client) C credibility R reliability I intimacy S self-orientation
Credibility has to do with the words we speak. In a sentence, we might say, “I can trust what she says about income protection; she is very credible on the subject. Not to diminish its importance, but this is the most commonly achieved element, given the focus that most professionals place on their technical expertise
By contrast, reliability has to do with actions. We might say, for example, “If he says he’ll have the documents to me tomorrow, I trust him, because he’s dependable.” The repeated experience of links between promises and actions
Intimacy refers to the safety or security that we feel when entrusting someone with something. We might say, “I can trust her with that information; she’s never violated my confidentiality before, and she would never embarrass me.” Greater intimacy means fewer subjects are barred from discussion.
Self-orientation refers to the focus of the person in question. In particular, whether the person’s focus is primarily on himself or herself or on the other person. We might say, “I can’t trust him on this deal—I don’t think he cares enough about me, he’s focused on what he gets out of it.” Or—more commonly—“I don’t trust him—I think he was too concerned about how he was appearing, so he wasn’t really paying attention.” Not just “greed” or “being in it for the money”. How do clients recognise self-orientation? You finish their sentences, you’re not able to admit when you don’t know something; you relate the client’s stories to yourself
The last two are how you can differentiate yourself
Increasing the value of the factors in the numerator increases the value of trust. Increasing the value of the denominator—that is, self-orientation—decreases the value of trust.
Since there is only one variable in the denominator and three in the numerator, the most important factor is self-orientation. This is intentional. An adviser with low self-orientation is free to really, truly, honestly focus on the client. Not for their own sake, but for the sake of the client. Such a focus is rare among salespeople (or people in general, for that matter).
Looking at trust this way covers most of the common meanings of trust that we encounter in everyday business interactions. Note that the meanings are almost entirely personal, not organisational.
People don’t primarily trust companies, they trust other people. The components of credibility and reliability are sometimes used to describe companies or Websites, but at least as often to describe people. The other components—intimacy and self-orientation—are almost entirely about people.
Living the four trust values is the best way to increase your trustworthiness. 21
Source: 21
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22. Trust Creation Process
Engage the client in an open discussion about issues that are key to the client;
Listen to what is important and real to the client; earn the right to offer solutions;
Frame the true root issue, without the language of blame, via caveats, problem statements and hypotheses; take personal risks to explore sensitive issues—articulate a point of view; create by giving away;
Envision an alternate reality, including win-win specific descriptions of outcomes and results, including emotional and political states; clarify benefits—make clear what’s at stake; be tangible about future states;
Commit to actionable next steps that imply significant commitment and movement on the part of each party.
The order in which these sentences occur in a conversation has as much impact as the sentences themselves. That is, you could do a wonderful job on framing the issue or on the commitment to action—but if you do them before you do listening, then the trust process breaks down, or freezes. This becomes clearer when we translate the trust creation process into a sales context, as follows:
Engage: I hear X may be an issue for you—is that right?
Listen: Tell me more; what’s behind that?
Frame: It sounds like what you may have here is a case of Q.
Envision: How will things look three years from now if we fix this?
Commit: What if we were to do Z?
The most powerful step in the Trust Creation Process by far is the Listening step. The two most common errors in practice are:
Inadequate listening, and
Jumping too quickly to the final, action, step. 22
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23. When your client says ‘x’… what do they really mean?
Presenting Issue
Underlying Issue
Relationship
Tribe, Trust, Needs
Hotspots
Status
Certainty
Autonomy
Relatedness
Fairness 5% 5%
20%
20%
75%
Discussion: If a client comes in and says “I’ve just got my statement, my portfolio has gone down by 30%... Hasn’t the market gone up?”… What are the underlying issues here?
What other examples can you give?
Encourage them to revisit their trustworthiness exercise and identify clients that they need to build up elements of trust with. How are they going to achieve this?
75% 23 23
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24. Recognising Hotspots - SCARF
Maximising Reward
Stat us
Certain ty
Autono my
Relatedn ess
Fairne ss
Much of what drives our behavior is governed by an overarching principle of minimizing threat, and maximising reward
Several domains of social experience draw upon the same brain networks to maximise reward and minimise threat, as the ones used for primary survival needs. That is, social needs are treated in much the same way in the brain, as the need for food and water
The SCARF model summarises these two themes in a framework that captures the common factors that bring about a reward or threat response in social situations. It involves five domains of human social experience:
Status – about relative importance to others
Certainty – about being able to predict the future
Autonomy – provides a sense of control over events
Relatedness – is a sense of safety with others, of friend rather than foe
Fairness – is a perception of fair exchanges between people
These five domains activate either the reward or threat circuitry of the brain e.g. a perceived threat to someone’s status activates similar brain networks to a threat to someone’s life. In the same way, a perceived increase in fairness activates the same reward circuitry as receiving a monetary reward.
This model enables people to more easily remember, recognise and potentially change the core social domains that drive human behavior.
Labelling and understanding these drivers draws conscious awareness to otherwise non-conscious processes, which can help in two ways:
Knowing the drivers that can cause a threat response enable people to plan and manage communication with clients, employees, family members etc. to minimise threats e.g. knowing that a lack of autonomy activates a genuine threat response, a manager can consciously avoid micromanaging their employees
Knowing the drive that can cause a reward response enables people to motivate others more effectively by tapping into internal rewards, thereby reducing the reliance on external rewards such as money e.g. a manager might grant more autonomy as a reward for good performance
The amygdala remembers… chances are that when we were younger, we all had an experience where we drank too much of one type of alcohol and now if we smell it we’ll say “no thanks”…
Minimising Threat
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25. SCARF in practice with family relationships
Domain
Approach (Reward)
Avoid (Threat)
Status
Certainty
Autonomy
Relatedness
Fairness
“I love all my kids the same...”
“Why can’t you be more like your brother?...”
“Everything’s going to be ok...”
“How am I supposed to know?”
“You have two options here ... pick one, but you’ll be responsible for any consequences...”
“While you’re under my roof, you’ll live by my rules” “It’s my way or the highway”
“I don’t support your decision, but no matter what happens, I’ll be here to support you”
“If you do this, I won’t be there to pick up the pieces when it all falls apart”
Status – Perception of you compared to others. We protect our sociometric status and have a strong desire to be liked. In order to survive we have been biologically programmed to aspire to a high status. As a leader, don’t undermine your team member’s status, but try and make them feel as a valued equal rather than a subordinate.
Certainty – Ability to understand what’s happening. Our brain uses fewer resources when we have clear direction and have clarity. When you’re in a leadership role, make sure you give people clear directions, a sense of certainty and open communication to any changes that may affect them.
Autonomy - A person’s brain will increase the threat response once they feel they have no sense of control or choice. Allow people to have control over prioritising their tasks, goals and even hours. There has been plenty of research done that shows autonomy at work has been linked to a surge in happiness and motivation.
Relatedness – We are social animals and an increase of relatedness to others releases oxytocin which enhances trust and forms relationships. Having shared goals with your team members and building rapport will foster strong relationships which will therefore minimise the threat response.
Fairness – All has to do with fair exchanges between each other. When team members perceive something as unfair, it generates a strong threat response in the brain releasing feelings of resentment and hostility.
“I’ve heard what you have to say and you can go to the movies, but only if I drive you as you’re too young to get the bus with your friends on your own...”
“You can’t go because I’m the Mum and you’re not... That’s why...”
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26. The Trust Equation Think about your next client meeting …
TQ trustworthiness of you (as perceived by the client) C credibility R reliability I intimacy S self-orientation
Think about your next client meeting …
What are 2-3 things you want the client to absolutely believe about you by the end of the meeting?
How are you going to demonstrate that you are those things? (Don’t tell them… show them…) 26
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27. Let’s Revisit This For A Moment…
Presenting Issue
Underlying Issue
Relationship
Tribe, Trust, Needs 5% 5%
20%
75%
At this point, I’d like you to have a think about the extent to which trust exists in your relationships with your clients.
75%
We are here 27 27 27
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28. Is Self Directed Learning Important?
Self Solution
Relief
Anticipation
Pride
Confident
Motivation
Respect
Elation
Solution Provided
Dumb
Resentful
Grateful
Relief
Less ownership
Incompetent
Threatened/Belittled 28
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29. You Control The Client Experience
When YOU only provide answers people become dependant When we learn for ourselves things become hardwired What are you doing to “hardwire” your clients 29
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30. Thinking Questions - CREATE
Current Facts – What's happening NOW Reality What's the IMPACT Explore Could do’s/What else questions Alternatives Offer suggestions NOT Solutions if appropriate Target WILL Do’s Energy Action Plan - Accountables 30
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31. Creating Growth Mindsets
What is a Mindset? Fixed Or Growth Different Mindsets Don’t Mean Different Skills Sets
Mindset – ways of thinking about the goals, they influence how we understand out own experiences and they determine the nature of our emotional , cognitive, behavioural responses to those experiences.
Fixed is closed and not open to new ideas or ways / Growth is always looking to improve or Challenge
Having different mindsets does not mean different skill sets or different levels of self confidence they simply have different fundamental beliefs about the nature of their own personal qualities and these views create different motivations and actions.
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32. Performance Fixed Growth
Closed to New Ideas Do as I say Perceived to be Less Effective Not Consistent Not Fair Self Orientated
Provides Consistent Feedback Creates a Positive Response Higher Staff Engagement Unbiased Open to Input
Whether you work with a manager who evaluates you through a lens of fixed vs a growth mindset has a strong impact on your performance.
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33. Approach to Learning Fixed Growth
Less Retention Often Critical in Assessment Looks for Certain Outcomes Disruptive towards others Looks for Followers
Adaptive Approach Seeks others Input Not needing certain Outcomes Takes Time to explore detail
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34. Self Regulation Fixed Growth
Avoids asking for Help Decreased Enjoyment No analytics High Status Driven Hates Rejection Takes Negative Feedback as Personal Attacks
Better Time Management Seeks Instructive Information Looks to develop and improve Accepts Criticism as Feedback Shows persistency

35. How we Respond to Errors
Fixed
Growth
Just Tell me am I right Not interested in the detail Is always fearful of mistakes
Looks to understand are they right or wrong as well as what is the right answer Looks to learn from Mistakes

36. Growth Mindset Companies
Everyone has potential to grow / improve Will test the status within boundaries Very Strategic Thinking Transparent Communications Everyone’s Opinion expected Embraced New Ideas Talent is something you cultivate Focus on getting better not being good

37. Fixed Mindset Companies
Prove ability through performance rather than improve performance Always looking to compare to others Me Vs You – Not me now Vs Me then

38. Growth Mindset Companies
Avoid Comparison Clear Communication around Business and Staff Progress Message around Getting Better Not Being the Best Progress over Perfection Embrace Mistakes Setbacks = Greater Effort / Focus

39. Growth Mindset Companies
Facilitate more effective leadership Early detection of staff performance Transparent communication of KPI’s Guidance Facilitation Inspiration

40. Can Mindsets be changed?
“Comparisons create mindsets, and mindsets change performance” Every time we learn the brain creates new connections

41. Growth Vs Fixed
Collaborative Innovative High Trust Sense of Ownership High Engagement Creativity Why not NO
Individual not Team “Stars” only acknowledged Fear of Mistakes Less Trust in Leadership Judgemental Not a sharing Environment

42. Praise the Process
“When Praise is given, it should emphasize, whenever possible the process that lead to success.”

43. Incentivise Improvement
Get Better instead of Be Good Individual Growth Vs Relative Ratings

44. Teach from the Top
Clear Vision on Getting Better Seek and Encourage Employee Input Acknowledge Input

45. The GREAT Debate
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46. Creating your business culture
‘The average person puts only 25% of their energy and ability into their work. The world takes off its hat to those who put in more than 50% and stands on its head for those few and far between souls who devote 100%’ (Andrew Carnegie) ‘If we are not enjoying our work, then we should change our attitude or change our job’ (Leo Tolstoy)
Its all about creating YOUR BUSINESS CULTURE
READ THE SLIDE
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47. Bias towards CHANGE
If I continue to do tomorrow what I do today – then I can expect today’s result tomorrow
“Many of life’s failures are experienced by people who didn’t know how close they were to success before the gave up” (Thomas Edison) 47
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48. You get what you focus on
Vision Planning ______________________________________ Detail Problem (focus on a problem not a problem focus) Drama
Above the line
Below the line 48
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49. The challenge now is to put some of that into practice
You’ve just spent time thinking strategically about your business…..
The challenge now is to put some of that into practice
Don’t try and tackle everything but do try and tackle something….
Do your SWOT and positioning statement
Write down who you are and share it with your employees (and customers)
Get your staff INVOLVED
Work out exactly who your customers are (or who you want them to be)
Trial 1-2 ‘prospecting initiatives’ to acquire new customers
Check whether your team are really motivated and ENGAGED in the business
Set goals and pull together a business plan
Track your success
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